On Friday I learnt two very hard leadership lessons, at the same time, in the space of a 10 minute conversation and one note to self-management moment. One I have tried to address as honestly as I can at this point, the second is just a feature of leadership I will just have to deal with. The note to self, a directive for future action.
Lesson 1: Your team needs, deserves, expects your unwavering support. Deliver. I left myself open by not openly fulfiling expectation in full.
‘Controlled Assessments’ (CA’s) are a new endeavour for all schools and I anticipate that with over 30 possible subjects employing CA’s, there will be a heavy strain placed upon teaching and learning in most. It is also important to note that the process, moderation and impact of CA’s is still uncertain. Uncertainty within any organisation or department is unsettling.
In all streams of English (AQA) the CA requirements state;
- students must be in direct sight of the supervisor at all times
- the use of notes is tightly prescribed and monitored by the supervisor
- students must complete all work independently
- students must not communicate with each other
- no assistance can be given to students.
In light of these requirements and our particular school, the English Department proposed that CA’s be conducted in the main hall, as exams, and not in classrooms, as is the strategy of our newly appointed Principal in her current school. The outcome of this investment was the work produced by our students exceeded our subject leaders expectations.
Here lies the footings of my leadership lesson. In the open setting of a department staffroom, knowing the logistical implications of whole-school CA’s and the new Principals current strategy, I informally forewarned colleagues that exam style CAs would be unlikely to survive. (I can not remember my exact wording, and that may have further confounded the issue but I still think this was a fair observation).
This resulted in an very impassioned rebuttal from two colleagues. Part focused on this days success, investment in getting CA’s to the main hall but also on historical issues of Department support. Very regrettably, this left colleagues I work with upset.
Lesson 1. Back the team in earnest, deliver the teams views conscientiously. Part b) ask more questions about how the process went before considering what ‘might be.’
After letting the situation cool, my emotions cool, I shared an apology with appropriate team members for my part of the conversation. I am not saying that I was wholly responsible, but I am able to offer an apology for my part. Therefore I did.
Lesson 2: You are always part of the ‘leadership team.’ You may be a team member of departments, but you are ‘leadership.’ Deal with it. Similarly, when I was at school, you had your local team and your First Division team. You just have to make sure you wear to right shirt, at the right time and remain loyal to your home team. Cup games will always be tricky.
Self-management: In open environments speak thoughtfully, or say nothing, especially when dealing with uncertain situations. Ask more questions, make less statements.